During your initial months as a CIO, how did you balance the need for quick wins with the pursuit of long-term strategic goals? What approaches did you take to ensure that early successes didn't compromise your broader vision for the organization?

Yes, from my perspective, balancing quick wins with long-term goals required aligning initial projects with the broader strategy. I prioritized impactful yet manageable initiatives that showcased value early, while setting a foundation for sustainable growth, ensuring short-term gains supported our long-term vision.

Initially, when joining an organization as CIO, I did an organizational needs assessment. I identified things that the organization was not doing that needed to be implemented. These short term wins were also checked off long-term strategic goals. Examples are providing good customer support, performing regular system updates, security best practices, effective project management.

I hope to become a CIO... I am on dialy basis pushing the boundaries of my knowledge and curiosity but a think is sure, I will take care of the staff and employees.

They are my primary task and goal when I will become a CIO!

In the initial months of a CIO role, I focus very little on long term IT goals because I typically don't know enough yet to evaluate.
My priorities tend to be:
- Evaluate and secure the foundation (security, backup and recovery, IT process major gaps, etc). These might lead to short term 'wins', but you certainly don't want short term disasters
- Understand in detail (by vendor) where IT is spending its money across the enterprise. This gives more insight into challenges (technical debt, duplication, etc) and priorities (projects, new spending initiatives) than anything else. This almost always leads to some very quick financial efficiency gains just by getting in the details.
- Understand the short term (current year / next year) business priorities and what IT initiatives are tied to them
- Put in place a system to truly understand status of projects, budgets, processes - the goal here is to understand the true state of the organization
- Then...  you can start to understand where investments need to be made, inefficiencies eliminated, duplication reduced, technical gaps need to be filled, etc.

This all feeds into long term strategic goals for staffing, technology, security, and the like.

There is no easy answer to this question.  You have to do both, but I'd emphasize quick wins early on.  This is because the quick wins will earn you the trust and credibility that you will need when you pitch your strategy.  By its nature strategy is not quick.  You need to be thoughtful, deliberate, and intentional.  You need to gather lots of data from lots of stakeholders.  You need a thorough understanding of the business and business goals in order to formulate an IT strategy that will enable the business.  You need to build trust relationships so you will have a receptive audience to that strategy.  Good luck!